本文選題：產(chǎn)業(yè)價(jià)值鏈 + 商業(yè)模式創(chuàng)新��； 參考：《南京財(cái)經(jīng)大學(xué)》2013年碩士論文

【摘要】：當(dāng)企業(yè)經(jīng)營(yíng)出現(xiàn)問題，特別是如果它曾擁有成功經(jīng)歷時(shí)，大家往往將批評(píng)的重點(diǎn)集中在不合時(shí)宜的產(chǎn)品、技術(shù)研發(fā)的落后以及懶散自滿的經(jīng)營(yíng)機(jī)制等。這些解釋貌似合理，但其中都沒觸及本質(zhì)。正如管理大師彼得德魯克所說(shuō)：“當(dāng)今企業(yè)之間的競(jìng)爭(zhēng)，不是產(chǎn)品之間的競(jìng)爭(zhēng)，而是商業(yè)模式之間的競(jìng)爭(zhēng)�！泵總�(gè)成功的企業(yè)都是有自己商業(yè)模式的企業(yè)。而商業(yè)模式并非一成不變的，它需要不斷創(chuàng)新。商業(yè)模式的創(chuàng)新帶來(lái)的效果往往會(huì)遠(yuǎn)勝于企業(yè)在技術(shù)、產(chǎn)品或管理制度等方面的創(chuàng)新。手機(jī)產(chǎn)業(yè)一直被認(rèn)為是技術(shù)主導(dǎo)的產(chǎn)業(yè)，但2007年蘋果公司的進(jìn)入改變了整個(gè)產(chǎn)業(yè)的格局。在手機(jī)產(chǎn)業(yè)內(nèi)蘋果公司既不掌握核心技術(shù)，也不是技術(shù)的原創(chuàng)者，但它能夠把技術(shù)巧妙的融合集成到產(chǎn)品里，然后通過商業(yè)模式的創(chuàng)新，獲得令同行垂涎的高額毛利潤(rùn)。這對(duì)一直處在產(chǎn)品同質(zhì)化、利潤(rùn)過低和依靠?jī)r(jià)格戰(zhàn)生存的國(guó)產(chǎn)手機(jī)企業(yè)來(lái)說(shuō)是重要的啟示，通過學(xué)習(xí)國(guó)外企業(yè)的成功經(jīng)驗(yàn)，建立自己的商業(yè)模式，在激烈競(jìng)爭(zhēng)中能夠維持健康生存和發(fā)展。 對(duì)于商業(yè)模式創(chuàng)新的研究，不同的學(xué)者研究的角度不同。本文根據(jù)前人從價(jià)值鏈視角對(duì)商業(yè)模式創(chuàng)新研究的基礎(chǔ)上，從產(chǎn)業(yè)價(jià)值鏈入手分析手機(jī)商業(yè)模式創(chuàng)新。首先，分析產(chǎn)業(yè)價(jià)值鏈和商業(yè)模式創(chuàng)新的內(nèi)在關(guān)系。商業(yè)模式是在產(chǎn)業(yè)價(jià)值鏈上的定位，商業(yè)模式創(chuàng)新是在產(chǎn)業(yè)價(jià)值鏈上的活動(dòng)。其次，分析手機(jī)商業(yè)模式創(chuàng)新機(jī)制，包括商業(yè)模式創(chuàng)新的目標(biāo)、過程、類型及評(píng)價(jià)。并分別選取了在模擬通訊時(shí)期和數(shù)字通訊時(shí)期手機(jī)產(chǎn)業(yè)內(nèi)的領(lǐng)導(dǎo)企業(yè)摩托羅拉、諾基亞公司，對(duì)其商業(yè)模式進(jìn)行描述和評(píng)價(jià)，以驗(yàn)證基于產(chǎn)業(yè)價(jià)值鏈商業(yè)模式創(chuàng)新的有效性。然而，由于3G時(shí)代手機(jī)產(chǎn)業(yè)技術(shù)的革新而帶來(lái)產(chǎn)業(yè)價(jià)值鏈各環(huán)節(jié)價(jià)值的變動(dòng)，需要商業(yè)模式創(chuàng)新。根據(jù)對(duì)手機(jī)商業(yè)模式創(chuàng)新分析，，本文構(gòu)造出3G時(shí)代手機(jī)商業(yè)模式——延展創(chuàng)新型商模式，并通過產(chǎn)業(yè)新貴蘋果公司得以驗(yàn)證。這必將對(duì)處在3G時(shí)代的國(guó)產(chǎn)手機(jī)產(chǎn)業(yè)具有一定的啟示和指導(dǎo)意義。
[Abstract]:When a business has a problem, especially if it has had a successful experience, people tend to focus their criticism on outdated products, backward technology research and development, and lazy and complacent management mechanism. These explanations may seem reasonable, but none of them touch upon the essence. As management guru Peter Drucker put it: "the competition between enterprises today is not between products, but between business models." Every successful enterprise is one with its own business model. The business model is not static, it requires constant innovation. The innovation of business model often outperforms the innovation of technology, product or management system. The mobile phone industry has long been considered a technology-dominated industry, but Apple's entry in 2007 changed the landscape of the industry. Apple has neither core technology nor originator in the mobile phone industry, but it is able to integrate technology cleverly into its products, and then earn the big gross profits coveted by its peers through innovative business models. This is an important revelation for domestic mobile phone enterprises that have been in the process of homogenization of products, too low profits and rely on price war to survive. By learning from the successful experience of foreign enterprises, we can establish our own business model. In the fierce competition can maintain healthy survival and development. For the study of business model innovation, different scholars study from different angles. Based on the previous researches on business model innovation from the perspective of value chain, this paper analyzes the innovation of mobile phone business model from the industrial value chain. First of all, it analyzes the intrinsic relationship between industrial value chain and business model innovation. Business model is the orientation of industrial value chain, and business model innovation is an activity in industrial value chain. Secondly, it analyzes the innovation mechanism of mobile phone business model, including the target, process, type and evaluation of business model innovation. In order to verify the effectiveness of innovation of business model based on industrial value chain, Motorola and Nokia, the leading companies in the mobile phone industry during analog communication period and digital communication period, are selected to describe and evaluate their business models. However, due to the innovation of mobile phone industry technology in 3G era, the value of each link in the industrial value chain changes, which requires the innovation of business model. Based on the analysis of the innovation of mobile phone business model, this paper constructs the 3G mobile phone business model-extended innovative business model, which is verified by the new industry Apple. This will be in the 3G era of domestic mobile phone industry has a certain enlightenment and guidance significance.
【學(xué)位授予單位】：南京財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.63

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